North East Lincolnshire Council delivering change through partnership ( Physical Regeneration, Property and Technical Services Partnership) Planning in an age of austerity Jason Longhurst Assistant Executive Director of Planning, Transportation and Housing 26 May 2011

Introduction Driver for change Options –Partnership –Joint venture (Council retain 10% financial control) Scope –Partial transfer of elements of planning service –All planning (Planning, Development Control, Spatial etc) –Do nothing (Retain the function) Understand the journey –Focus on the destination

Why transfer? Strategic added value Integrated services Responsive to change –tangible –deliverable –engaging Enhanced performance and delivery Value for Money

Strategic added value Efficiency –Transform service performance –Engage public and private sector partners Effectiveness –Contribute to strategic leadership –Multi-disciplinary approach –Provide additional resource to build capacity and capability –Effective partnership working Delivery –Create a strong customer and performance focused culture –Secure significant private sector funding –Address strategic challenge and barriers

Process February 2008, the procurement process commenced January 2009, 3 bidders submitted detailed proposals February 2010, best and final offers submitted March 2010 award of contract of value of £200m for 10 years with 5 year extension period available 1 July 2010 contract commenced

What transferred? Partnership Director Asset Management RenaissanceHighways, Transport Planning ArchitectureCommercial Manager Economic Devt, Urban Renaissance, Housing Renewal and Spatial Futures Surveyors, Facilities, Markets and Security Architects, Quantity Surveyor and Mechanical Engineer Performance and Finance. Network, Highways, Transport Magt, Development Magt and Business Services.

Process Strategic Infrastructure Group PlanningHousingTransportFlood Operations Board Management Board Monthly Quarterly

Benefits to NELC £11m savings in Service delivery over 10 years Profit share over 11% split on 50:50 basis No additional cost for work ‘normally undertaken within budget by Council under previous arrangements’ Flexibility to engage - BBW can engage other parties as they need to, e.g. Atkins Global Commissioning role

Successes Planning success Local Transport Plan 3 –Flexible toolkit Strategic Service Reviews –Bus and parking reviews Car Park Enforcement Built a cross-disciplinary retained function –Creativity –Strategic Leadership –Removal of traditional public sector silos

North East Lincolnshire Council Team Executive Director: Regeneration Asst Executive Director: Planning, Transport and Housing Asst Executive Director: Regeneration Head of Strategic Planning and Transportation Head of Strategic Housing Lead Officers: Planning, Transport and Housing Policy Strategic Asset Management and Community Investment Teams Strategic Housing Home Options and Development Teams

Lessons learned Ways of working – work programmes –Operational involvement at appropriate level Clarity of contract –Contract review mechanism Our commissioning role –Outcome focused Communications and engagement –Review of engagement structure Clarity of relationship –Client strategic leadership and enabling –Contractor technical delivery and management

Future potential Dynamic and responsive planning service –Core Strategy promoting development Community empowerment –Communities to define sustainable development Enhanced Service performance

What next? Integrated services Response to planning changes Enhanced communication –ICT Enhanced pre application discussions Private and public sector engagement Best practice –Public/private/third sector sounding board

A success to date Model for others